<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:sy="http://purl.org/rss/1.0/modules/syndication/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/" > <channel> <title>Chris Norris CFI, Author at Wicklander-Zulawski</title> <atom:link href="https://www.w-z.com/author/cnorris-cfi/feed/" rel="self" type="application/rss+xml" /> <link>https://www.w-z.com/author/cnorris-cfi/</link> <description></description> <lastBuildDate>Thu, 23 Mar 2023 18:26:02 +0000</lastBuildDate> <language>en-US</language> <sy:updatePeriod> hourly </sy:updatePeriod> <sy:updateFrequency> 1 </sy:updateFrequency> <generator>https://wordpress.org/?v=6.2.6</generator> <image> <url>https://www.w-z.com/wp-content/uploads/2023/03/cropped-Favicon-Size-WZ-1-32x32.png</url> <title>Chris Norris CFI, Author at Wicklander-Zulawski</title> <link>https://www.w-z.com/author/cnorris-cfi/</link> <width>32</width> <height>32</height> </image> <item> <title>The Importance of Planning and Preparation</title> <link>https://www.w-z.com/2023/03/23/planning-and-preparation/</link> <comments>https://www.w-z.com/2023/03/23/planning-and-preparation/#respond</comments> <dc:creator><![CDATA[Chris Norris CFI]]></dc:creator> <pubDate>Thu, 23 Mar 2023 14:50:16 +0000</pubDate> <category><![CDATA[Interview Strategies]]></category> <guid isPermaLink="false">https://www.w-z.com/?p=11751</guid> <description><![CDATA[<p>Most investigators understand the value of planning and preparation, and the importance of planning and preparation cannot be overstated. The good news is the steps of planning and preparation can be a learned skill and can improve over time.</p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2023/03/23/planning-and-preparation/">The Importance of Planning and Preparation</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></description> <content:encoded><![CDATA[ <p>Most investigators understand the value of planning and preparation, and the importance of planning and preparation cannot be overstated. The good news is the steps of planning and preparation can be a learned skill and can improve over time. The process goes well beyond simply preparing a list of questions for the interview. That leaves us to wonder what type of planning and preparation would be important when it comes to the investigative interview process. </p> <h6 class="wp-block-heading"><strong>Investigative Framework</strong></h6> <p>One thing to quickly acknowledge is that two globally recognized and well-known frameworks for investigative interviewing quickly identify the value of planning and preparation. Both <a href="https://www.w-z.com/2022/12/05/the-peace-interview-model-and-wz-training-programs/">P.E.A.C.E. (PEACE)</a> and the <a href="https://youtu.be/tLjWyyVra7U" target="_blank" rel="noreferrer noopener">Méndez Principles</a> stress the importance of this part of the interview process. </p> <p>PEACE is an acronym that offers a structured framework for the interview. The first initial in PEACE stands for ‘Planning and Preparation’. The concept behind the PEACE framework is to maximize the investigative value of the interview. Within this construct, PEACE aims towards understanding elements such as interview selection, environmental considerations, legal aspects, and the subject background, to name a few.</p> <p>The Méndez Principles, or the ‘Principles on effective interviewing for investigations and information gathering,’ are a set of standards adopted by the UN in 2021. The principles are broken into six sets designed to create legal safeguards in a non-coercive environment. For example, principle 2, “On Practice,” identifies the importance of Planning and Preparation at item 57, where it states, “An effective interview process will typically involve the following,” and the first item listed is, “Thorough preparation and planning.” </p> <h6 class="wp-block-heading"><strong>Lessons Learned</strong></h6> <p>There are several core components we can quickly take away from the guidelines and interview framework of both PEACE and Méndez Principles. If we view the interview as a comprehensive process for gathering accurate and reliable information while implementing associated legal strategies, then you must understand process and legal strategies at a minimum. Beyond the minimum, a few items seem to resonate through the framework. At a quick glance, there are a few worth sharing.</p> <p><strong>Legal Aspects</strong> – Take the time to be familiar with any legal considerations related to the interview process. What legal rights do you have to adhere to as the interviewer, and what are the interviewee’s rights should be at the top of your list. If there are any notifications and advisements, be prepared to deliver them accordingly, always complying with labor laws within the region or country you’re operating in. </p> <p><strong>Optimal Environment</strong> – Understand the best location for the interview and prepare the interview room in a way that encourages full cooperation from your interviewee. Time, location, who else is invited to attend, how you get them to the location are just a few things to consider. You should also evaluate the room set-up, type of chairs, proximity to exit, ensuring its non-custodial and always allowing free egress to your interviewee. In recent years there’s also been a heavy consideration in determining whether the interview should be conducted in person or remotely, via telephone or video conference. Ask yourself, is this a safe, non-coercive environment?</p> <p><strong>Role of the Interviewee</strong> – Evaluate their role in the investigation and determine if you will be interviewing a victim or complainant, perhaps a witness to an incident, or even the main subject or respondent to the complaint or incident. These factors may play a role in truly understanding what information you may be seeking and the most appropriate way to obtain that information. </p> <p><strong>Explore Full Background of Facts and Interviewee</strong> – You must know as much as possible about the issue and the person you’ll be interviewing. Understand what information is currently accessible and what may be needed. Know the fears and motives of your interviewee and explore their potential exposure to trauma. Knowledge of trauma or potential vulnerabilities of your subject will likely alter your approach and should certainly impact your evaluation of the information they provide. Full knowledge can help with rapport-building strategies and understanding the most empathetic approach. </p> <p><strong>Determine the Purpose of the Interview</strong> – At this point, ask yourself, “what are your goals, and what information would be important for this investigation?” When you take the time to plan and prepare goals, that helps to determine the most effective way to obtain information. The purpose should often focus on obtaining actionable information from your interviewee. Make sure you talk with a purpose.</p> <p><strong>Select the Appropriate Approach</strong> – There are many effective interview methods that can be utilized to obtain accurate information during the interview. At WZ we advocate non-confrontational approaches that encourage the interviewee to provide their account uninterrupted. Additionally, certain interview methods can be more effective than others for the circumstances surrounding the interview, including trauma-informed interviews. Always consider, “What’s the best approach to get the information I’m seeking with this interview?</p> <p><strong>Strategize with an Open Mind</strong> – Always review possible explanations to avoid pitfalls associated with confirmation bias, assumptions of guilt, and even misclassification or contamination errors that lead to inaccurate information. Preparing strategies that explore all explanations and excuses helps to eliminate judgment and encourages rapport and a different connection with your interviewee. </p> <p>The bottom line with Planning and Preparation is to always work to set yourself up for success in the interview room. While planning and preparation may not always be at the top of our list of priorities, dedicating a certain amount of time and effort into planning and preparing your interview can help mitigate stress and prevent last-minute issues. If you remember your ‘Six Ps’ you’ll be in good shape.</p> <p>*Materials contained in this publication may be freely quoted or reprinted, provided credit is given to the source: “Principles on Effective Interviewing for Investigations and Information Gathering, May 2021. Retrieved from: <a href="http://www.interviewingprinciples.com" target="_blank" rel="noreferrer noopener">www.interviewingprinciples.com</a>.”</p> <h6 class="has-text-align-center wp-block-heading"><a href="https://www.w-z.com/wz-instructor-insights-access/">CHECK OUT CHRIS’S INSTRUCTOR INSIGHTS ON PREPARATION <br>AND GET ACCESS TO FREE BONUS RESOURCES!</a></h6> <p>The post <a rel="nofollow" href="https://www.w-z.com/2023/03/23/planning-and-preparation/">The Importance of Planning and Preparation</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></content:encoded> <wfw:commentRss>https://www.w-z.com/2023/03/23/planning-and-preparation/feed/</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Drug Diversion Interviews</title> <link>https://www.w-z.com/2021/08/10/drug-diversion-interviews/</link> <comments>https://www.w-z.com/2021/08/10/drug-diversion-interviews/#respond</comments> <dc:creator><![CDATA[Chris Norris CFI]]></dc:creator> <pubDate>Tue, 10 Aug 2021 15:51:00 +0000</pubDate> <category><![CDATA[Interview Methods]]></category> <guid isPermaLink="false">https://www.w-z.com/?p=11059</guid> <description><![CDATA[<p>There are several considerations to the planning of any investigative interview. Knowledge of case facts, the background of the subject, and other influencing factors will help prepare your interview strategy and set you up for success. When it comes to drug diversion cases, there may be some vital pieces of information that will influence the best strategy and approach.</p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2021/08/10/drug-diversion-interviews/">Drug Diversion Interviews</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></description> <content:encoded><![CDATA[ <div class="wp-block-columns is-layout-flex wp-container-2"> <div class="wp-block-column is-layout-flow"> <p>There are several considerations to the planning of any investigative interview. Knowledge of case facts, the background of the subject, and other influencing factors will help prepare your interview strategy and set you up for success. When it comes to drug diversion cases, there may be some vital pieces of information that will influence the best strategy and approach. <strong><a href="https://www.hhs.gov/guidance/sites/default/files/hhs-guidance-documents/DrugDiversionFS022316.pdf" target="_blank" rel="noreferrer noopener">Drug diversion</a></strong> occurs when a legally prescribed substance is diverted from whom it was prescribed and utilized for anything other than its primary purpose. This could include acts of consumption by doctors or pharmacists, forged prescriptions, theft of a controlled substance, and even drug trafficking. With the concept of drug diversion being so broad, the approach to an interview strategy must include looking closely into the individuals involved in the investigation and considering elements such as potential excuses or explanations, the subject’s motive, their fears or perceived consequences, the potential of addiction issues and the risk of uncovering a syndicate. </p> <h6 class="wp-block-heading"><strong>FEARS</strong></h6> <p>The suspect in a diversion case could have a wide variety of fears or perceived consequences to their actions. However, most assume the subject is primarily fearful of arrest or prosecution. While this is a legitimate concern and fear for many, the subject’s background in a diversion case may dictate several other obstacles as a larger roadblock to the truth.</p> <p>The pharmacist diverting drugs through theft or knowingly filling forged prescriptions may have a very different fear that is entirely unrelated to arrest or prosecution. Loss of employment, loss of credentials including licensing through the pharmaceutical board, reputation, embarrassment, and others might lead the way. </p> <p>Additionally, understanding a pattern of behavior could influence the level of fear in detection and consequences from your subject. For instance, if a pharmacist had been previously disciplined and placed into a rehabilitation program to maintain their license, they may conclude there will be no consequences outside of a brief suspension. A physician selling prescriptions to drug dealers or abusers might fear retribution or retaliation coming from co-conspirators in the investigation, and the risk of divulging information may be very high. A thorough review of the subject and their background may provide necessary insight into the potential fear one could anticipate during the interview process. </p> <h6 class="wp-block-heading"><strong>MOTIVE</strong></h6> <p>Understanding the subject’s motive can be one of the most influencing factors during the interview process. Often, motives can be obvious, and other times they can be very difficult to understand. </p> <p>Drug diversion cases can produce a wide variety of motives from the subject, ranging from financial gain, power and authority, perceived needs, addiction, peer pressure, collusion, and more. However, a deep dive into the subject’s background may reveal some obvious and even some very subtle insights into potential motives. For instance, a care provider diverting drugs for personal use has a very different motive than a doctor being forced to write counterfeit prescriptions. </p> <p>A pharmaceutical technician’s consumption and personal use may appear to be a clear motive on the surface, but what are the underlying circumstances that have led the technician to divert drugs for personal use? If the investigation reveals personal use, there could be an addiction issue to consider when preparing for the interview. Investigators must then consider how the Americans with Disabilities Act (ADA) may impact the interview process with an employee involved in drug diversion and what support the subject may need. What is the financial burden that someone is carrying that compels them to divert drugs for illicit and illegal sale? Why would a physician risk his license or practice over the sale of forged prescriptions? Identifying the root cause and understanding the true motive will allow the interviewer to better connect with the subject during the interview.</p> <h6 class="wp-block-heading"><strong>STRATEGIES</strong></h6> <p>During the interview of a diversion case, respect for your subject’s privacy is an important consideration. If possible, it may prove helpful to find an alternate location outside of the primary work area to encourage cooperation and honesty. The development of rapport is essential in any investigative interview and should play a foundational role in these conversations. Interviewers should be able to discuss a variety of topics while providing autonomy to the subject allowing them to dictate certain portions of the conversation. </p> <p>Drug diversion cases often come with various excuses or potential explanations based on the evidence that exists. There is a possibility that there is a lack of intent on behalf of the subject or even a plausible explanation for their actions. Alternatively, a witty subject may provide an excuse for the evidence while still responsible for the wrongful acts.</p> <p>You can anticipate several different excuses or explanations to the findings of your investigation, even with concrete evidence.</p> <p><em>“It was an accident…</em>“</p> <p><em>“I’m not good at documentation…”</em></p> <p><em>“I was curious what it tasted like…”</em></p> <p><em>“I’ve been so busy lately I got them mixed up…”</em></p> <p>These are all potential explanations to anticipate. A strategic question-and-answer approach should be utilized during the interview process to address, overcome, corroborate, or remove these excuses. </p> <p>Initiating the conversation with non-threatening subject matter allows the subject to answer questions freely and without resistance. Dialogue concerning process and procedures unrelated to the diversion, areas in which they are doing properly and without issue, further allow the subject to volunteer information. As the interviewer progresses through this line of questioning, they can begin to address the primary issue.</p> <p><strong><em>“Tell me how you document this…</em>(addressing something benign)?”</strong> allows the subject to freely and truthfully answer the question in detail.</p> <p><strong><em>“Are you comfortable with all of your necessary documentation?” </em></strong>further provides the subject the opportunity to voice any concerns they may have with this process. If the subject replies with certainty, exclaiming, <em>“Of course, I’ve been doing this for years.”</em>, they are preemptively removing an excuse of <em>“I’m not good at any documentation”</em>. With multiple iterations of this process, allowing for free recall while strategically withholding evidence, it provides the interviewer with a better gauge of the subject’s intent and truthful status.</p> <h6 class="wp-block-heading"><a href="https://www.w-z.com/host-a-class-2/"><strong>Looking for further training in investigating cases related to opioid drug diversion?</strong> <strong>Bring WZ to your department.</strong></a></h6> </div> </div> <p><!-- /wp:columns --></p><p>The post <a rel="nofollow" href="https://www.w-z.com/2021/08/10/drug-diversion-interviews/">Drug Diversion Interviews</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></content:encoded> <wfw:commentRss>https://www.w-z.com/2021/08/10/drug-diversion-interviews/feed/</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>A Tale With Many Tails</title> <link>https://www.w-z.com/2019/07/09/a-tale-with-many-tails/</link> <comments>https://www.w-z.com/2019/07/09/a-tale-with-many-tails/#comments</comments> <dc:creator><![CDATA[Chris Norris CFI]]></dc:creator> <pubDate>Tue, 09 Jul 2019 21:52:50 +0000</pubDate> <category><![CDATA[Interview Strategies]]></category> <guid isPermaLink="false">https://www.w-z.com/?p=9300</guid> <description><![CDATA[<p>Communication can be a difficult road to navigate. Whether you see it as a one-way lane or a motorway filled with two-way traffic, there are certainly times when the message can easily get lost in translation. </p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2019/07/09/a-tale-with-many-tails/">A Tale With Many Tails</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></description> <content:encoded><![CDATA[<h6><strong>Lost In Translation</strong></h6> <p>There have been many times in my life where I have both misspoken and been misunderstood. In fact, it’s safe to say that far too often I forgot to follow the simple advice of Arizona State football coach Herm Edwards, “Don’t press send!” Communication can be a difficult road to navigate. Whether you see it as a one-way lane or a motorway filled with two-way traffic, there are certainly times when the message can easily get lost in translation. Rather it’s word choice, delivery of the message, tone, emphasis on the wrong word, or just plain misguided intent, it’s quite easy to misspeak or be misunderstood.</p> <p>I recently read that Papua New Guinea won the 2018 language Olympics. The small country of 8 million people hosts 841 living tongues and was declared the undisputed world champion of linguistic diversity. Could you imagine trying to communicate in an environment like that with all that potential of a message being lost in translation? One of my favorite podcasts is with <a href="https://www.youtube.com/watch?v=RKK7wGAYP6k">Lera Boroditsky</a>, “How Language Shapes the Way We Think”. Lera declares that there are over <strong>7,000 languages</strong> spoken around the world – amazing! We are surrounded by diversity! Once during a trip to provide training in Johannesburg, RSA (or Jo-burg as the locals say) my point-of-contact picked me up at my hotel. He had a very long name with way too many letters for my preference and I asked him to say his name for me. After repeating it back to him, he immediately smiled and said, “Very good Mr. Chris, you must speak Swahili!” I quickly learned that he “only spoke 11 languages.” Pretty impressive, but <em>only</em> 11 to him.</p> <p>Teaching the <strong>WZ Method of Non-Confrontational Interviewing</strong> around the world and managing the International training division for WZ, there are several lost in translation examples and learning opportunities to help mitigate any confusion during communication. Sometimes modifying the process is necessary, other times just changing a few words can help deliver the message with greater precision.</p> <h6><strong>We Speak the Same Language</strong></h6> <p>One of the many lessons I learned while living in the UK and promoting WZ throughout Europe was, ‘while we speak the same language, we don’t speak the same language.’ In fact, I should have started the previous sentence with, “…lessons learnt whilst” to address my British friends properly. There were simple things that I had to navigate, like the conversations about football and football. It wasn’t long before I was correcting myself to discuss football (American football) and ‘proper football’ (soccer).</p> <p>When it came to teaching the WZ Method, I found there was a need for some simple changes to the process as well. Linguistically it wouldn’t be proper to say, “Sometimes people steal money from the register” in the UK. An adjustment to, “at times people might nick cash from the till” was more appropriate and more easily understood by the subject. I even had some pushback to executing step two of the WZ Method, <strong>Developing Rapport.</strong></p> <p>While discussing the benefits of rapport building with your subject in the UK, it was common to hear the sentiment, “Chris we Brits aren’t like you Yanks. We don’t like talking about ourselves like you blokes do”. Culturally, the concept of asking someone, “Tell me about yourself” was quickly lost in translation and perhaps different methods of rapport building might be necessary in that environment or with that subject.</p> <p>Earlier this year <a href="https://www.w-z.com/instructors/?Juan_Valverde">Juan Valverde, CFI</a>, Director of WZ Latin America, delivered the first Spanish-speaking course in Spain – previously they were always conducted in English. We found the need to translate material from South American (or Mexican) Spanish to Spain Spanish as sentence structure and word choices were different between the two Spanish-speaking countries and regions. I was teaching a class using a Mandarin-translated workbook and was later told, “One could follow along with the workbook, but it’s a very simple version of Mandarin, not the type an educated person would use.” Thanks for the feedback, we’ll fix that for sure. Hell, I had a class I was teaching with workbooks translated to Arabic, and while the books looked great and the translation was spot on, the books weren’t printed properly. The print had the readers going from cover to cover like we would in English turning our pages from right to left instead of cover to cover turning left to right. Another lesson <em>learnt</em>.</p> <p>Even our Senior Manager of <a href="http://twitter.com/wz_emea">WZ EMEA</a>, Sjef Jongbloed, who speaks six languages and has lived in the Emirates, Egypt, and Europe has gotten lost in translation over language. Sjef shares a great story about conducting an interview in French-speaking Belgium. When asking his subject how he was able to keep the door closed while manipulating company funds, his subject indicated he had his “sergeant” with him and counted on it. Not realizing there was perhaps a second suspect in the investigation Sjef began to explore more about the sergeant. As questioning focused on who the ‘sergeant’ is, Sjef’s subject stood, walked to the cupboard, took something out, and turned to say, “This is my sergeant.” It turned out to be a glue clamp; in French a ‘serre-joint’. We speak the same language, but . . .</p> <h6><strong>Understanding Cultural Influences</strong></h6> <p>Beyond the simple scope of language differences, at times you might even face some cultural differences that create a gap in communication. It would be important for you to understand some nuances to non-verbal communication culturally. Understanding characteristics like spatial proxemics, the amount of appropriate eye contact, posturing and even the difference in potential fears and motives to the incidents you are interviewing about could determine the level of impact and connection you have with your subject.</p> <p>One of the best ways to achieve a certain level of cultural competence is to follow the Platinum Rule (<a href="https://www.amazon.com/Platinum-Rule-Discover-Business-Personalities/dp/0446673439">coined </a>by Tony Alessandra). Most of us are familiar with the Golden Rule – treat others the way <em>you</em> want to be treated, but the Platinum Rule could be much more effective in overcoming issues of miscommunication, particularly from a cultural perspective. Simply stated, the Platinum Rule is to treat others the way <em>THEY</em> want to be treated.</p> <p><img decoding="async" class="aligncenter size-full wp-image-9303" src="https://www.w-z.com/wp-content/uploads/2019/07/Blog-Headers-1.png" alt="" width="560" height="275" srcset="https://www.w-z.com/wp-content/uploads/2019/07/Blog-Headers-1.png 560w, https://www.w-z.com/wp-content/uploads/2019/07/Blog-Headers-1-300x147.png 300w, https://www.w-z.com/wp-content/uploads/2019/07/Blog-Headers-1-515x253.png 515w" sizes="(max-width: 560px) 100vw, 560px" /></p> <p>Keep that in mind and remember in some cultures people want to be greeted with a kiss on the cheek (or both, I have a hard time remembering) rather than a handshake. To help achieve cultural competence, you should follow three simple steps: be aware of your own assumptions (attitude and belief component), possess a worldview of the subject (knowledge component) and develop sensitive strategies (skill component).</p> <p>The WZ Method is a non-confrontational way to interview a suspect involved in some wrongdoing or integrity issue and is quite successful in encouraging honesty from your subject. But there are a few things you might want to know about your suspect that might influence the delivery of the WZ Method. In particular, your awareness of your subject being influenced through a shame or guilt culture might impact how you encourage cooperation. In shame cultures, what matters is what other people think of you; the embarrassment, the ignominy, the loss of face. In guilt cultures, what matters is your inner voice and what your conscience tells you. Knowledge of this would modify how you might rationalize and reason with your subject to be honest. My inner voice drives me and I would be best influenced by appealing to my conscience, not what others might think of me.</p> <p>I faced a cultural difference while teaching a course on non-confrontational interviewing in Egypt. I had a question come from one of the officers and it was translated to me like this. “If I know the person I’m interviewing is a craftsman and needs his hands to support his family, can I threaten to shoot his hands if he lies to me?” While I carefully crafted a response that reflects that’s not a tactic we promote, I was cut off and he said, “I’m not saying I will shoot him. I want to know, can I <em>threaten</em> to shoot his hands?” To him, reverting to <em>only a threat</em> was non-confrontational.</p> <p>Sjef was interviewing a manager at a facility of Antwerp, Belgium. During the interview, the manager said, “excuse me” while slightly coughing. Sjef quickly replied, “no problem sir” and the manager walked out of the office and never returned. Sjef didn’t understand what happened and it turned out, “excuse me” in Antwerp means, “I am going…” Yet another lesson learned.</p> <h6><strong>We Can Connect </strong></h6> <p>There are many examples and reasons why your message might get lost in translation. Hopefully, our lessons learned, or learnt, might help you avoid the same pitfalls we’ve encountered during our careers and travels.</p> <p> </p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2019/07/09/a-tale-with-many-tails/">A Tale With Many Tails</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></content:encoded> <wfw:commentRss>https://www.w-z.com/2019/07/09/a-tale-with-many-tails/feed/</wfw:commentRss> <slash:comments>2</slash:comments> </item> <item> <title>Bridging the Generational Gap Over the Millennial Gorge</title> <link>https://www.w-z.com/2018/08/29/bridging-the-generational-gap-over-the-millennial-gorge/</link> <dc:creator><![CDATA[Chris Norris CFI]]></dc:creator> <pubDate>Wed, 29 Aug 2018 21:47:12 +0000</pubDate> <category><![CDATA[Interview Strategies]]></category> <category><![CDATA[Chris Norris CFI]]></category> <category><![CDATA[rapport]]></category> <category><![CDATA[workplace issues]]></category> <guid isPermaLink="false">https://www.w-z.com/?p=8193</guid> <description><![CDATA[<p>One thing that I’ve always emphasized in the training sessions that I provide with Wicklander-Zulawski (WZ) on the WZ Non-Confrontational Method of Interviewing, is the ability to utilize the WZ techniques and theories in every day communication. The theories weren’t developed to only be utilized during the formal, structured investigative interviews you may be conducting in the workplace. Instead, the theories are about encouraging, and more frequently obtaining, honesty in the many conversations you have. Having a better understanding of the meaning behind the things people say, knowing how to impact and influence people’s decision making, and asking better questions to elicit discernable information from someone you are talking to is valuable in every conversation. I think about the many talks with my daughter, communicating to friends and coworkers, even meetings with clients. All of it is important. Even with clear strategies and theories, there are still some gaps in communication. Sometimes that gap is related to the generational gap. Adapting the approach Effective communication requires a certain adaptability for both parties. That is particularly true for the interviewer during formal sit-downs conducted in the workplace. Adapting to the environment, the type of offense and, more importantly, the subject of...</p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2018/08/29/bridging-the-generational-gap-over-the-millennial-gorge/">Bridging the Generational Gap Over the Millennial Gorge</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></description> <content:encoded><![CDATA[<p>One thing that I’ve always emphasized in the training sessions that I provide with Wicklander-Zulawski (WZ) on the WZ Non-Confrontational Method of Interviewing, is the ability to utilize the WZ techniques and theories in every day communication. The theories weren’t developed to only be utilized during the formal, structured investigative interviews you may be conducting in the workplace. Instead, the theories are about encouraging, and more frequently obtaining, honesty in the many conversations you have.</p> <p>Having a better understanding of the meaning behind the things people say, knowing how to impact and influence people’s decision making, and asking better questions to elicit discernable information from someone you are talking to is valuable in every conversation. I think about the many talks with my daughter, communicating to friends and coworkers, even meetings with clients. All of it is important. Even with clear strategies and theories, there are still some gaps in communication. Sometimes that gap is related to the generational gap.</p> <h6><strong>Adapting the approach</strong></h6> <p>Effective communication requires a certain adaptability for both parties. That is particularly true for the interviewer during formal sit-downs conducted in the workplace. Adapting to the environment, the type of offense and, more importantly, the subject of the investigation is paramount to the success of any interviewer. But how do you adapt to the difference in age between the two of you? How do you effectively communicate with the millennial when you aren’t one yourself?</p> <p>Over the last few years, you may have noticed a change in your workforce and in the types of conversations required to address productivity and integrity issues in the workplace. In that time, millennials have become the largest generation in the U.S. workforce – and most other countries around the world. Millennials exhibit different attitudes toward employment and authority, which is challenging many conventional strategies and approaches to the workplace and managing the workforce. But are millennials really different?</p> <h6><strong>Understanding the younger employee</strong></h6> <p>To better understand that, we need to understand who millennials are. There are different definitions and research out there on Generation Y, but primarily millennials were born between 1977 and 1995 approximately and range in age from low 20’s to upper 30’s. They tend to be broken into two sub-groups; one reaching traditional markers of adulthood and another not creating real-world traction. They are the most diverse generation and possess more college degrees, and subsequently more debt, than any previous generation.</p> <p>They are technologically savvy, communicating through social media and quite possibly the most consistent – is this the right word? generation due to the ease of accessing information through inexpensive mobile technology. They tend to be visual learners and communicators and prefer text, email or phone calls over face-to-face or in-person interactions. Yes, they might be a little different, but not as different as the stereotype might suggest.</p> <h6><strong>Bridging the gap</strong></h6> <p>There is plenty of research and information on Gen Y and millennials. Understanding more about the person you are engaging into a dialogue helps you to adapt your approach, so let’s talk about how the research translates to the interview room and helps bridge the generational gap.</p> <ul> <li><strong>Keep the conversation brief</strong></li> </ul> <p>Remember, many millennials are experts at saying something in 140 characters or less. They tend to be more concise in their communication and would react better to a brief, meaningful message</p> <ul> <li><strong>Reflect honesty</strong></li> </ul> <p>Most millennials appreciate direct, truthful interaction and communication. Sugar coating or adding fluff to situations and conversations may create a distrust between you and your subject</p> <ul> <li><strong>Detail has impact</strong></li> </ul> <p>Concise does not mean skip the details. Millennials prefer detailed plans and instruction. Communicate in a way that places emphasis on details and pertinent information rather than superfluous data that causes your subject to disengage.</p> <ul> <li><strong>Collaboration is important</strong></li> </ul> <p>Millennials want to be heard. They have grown up with unprecedented access to information and are used to sharing. They want to be a part of the decision making process, even when addressing integrity issues in the workplace.</p> <ul> <li><strong>Support and emphasis fairness</strong></li> </ul> <p>Most millennials support equality of all kinds and possess a genuine concern for equal rights. Present your concern and need for correction in a way that does not project bias or prejudice in any way.</p> <ul> <li><strong>Credibility will go a long way</strong></li> </ul> <p>Millennials possess a great deal of confidence and are often eager to embrace change. Credibility on the interviewer’s part reflects similar confidence and current situational awareness. Millennials want to feel as though they are talking to the decision maker; create the setting for them.</p> <ul> <li><strong>Create an optimistic view</strong></li> </ul> <p>Millennials often prefer optimism over negative outlooks. Focus your message on positive outcomes and growth, rather than punishment and perceived consequences. Positivity will invite a more genuine and honest response from your subject.</p> <ul> <li><strong>Use anecdotal stories for emphasis</strong></li> </ul> <p>Millennials crave stories and personal anecdotes in communication. A YouTube generation thrives on social media and entertainment; a well told story can captivate your subject and get their full attention.</p> <ul> <li><strong>Pay attention to your vernacular</strong></li> </ul> <p>Millennials have their own way of communicating and jargon. Calling a millennial ‘partner’ may have a negative impact, as older slang terms are not a part of their daily lexicon. Learning the millennial language, which consists largely or abbreviations, will have a stronger impact.</p> <h6><strong>Conclusion</strong></h6> <p>The key tenants of the non-confrontational approach address the communication differences that bridge the generational gap with millennials. The WZ Method allows you to quickly build credibility in an honest, concise way. You show understanding by sharing stories, often anecdotal stories of good people making bad decisions. You adjust your vernacular and put emphasis on resolving the issues rather than consequences, all while creating collaboration between you and the subject that helps the company come to a fair decision on how to resolve the issue. Believe it or not, you just had a meaningful interaction with a millennial!</p> <p>In short, like any conversation you have in the workplace you need to know a bit about the person with whom you are going to engage in a dialogue. Knowing a bit about the millennial generation can help you adapt the WZ Method to have the greatest impact on perhaps the largest employee group in your workplace.</p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2018/08/29/bridging-the-generational-gap-over-the-millennial-gorge/">Bridging the Generational Gap Over the Millennial Gorge</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></content:encoded> </item> <item> <title>Cultural Interview Lessons From the Road</title> <link>https://www.w-z.com/2018/04/24/cultural-interview-lessons-from-the-road/</link> <dc:creator><![CDATA[Chris Norris CFI]]></dc:creator> <pubDate>Tue, 24 Apr 2018 15:10:44 +0000</pubDate> <category><![CDATA[Interview Strategies]]></category> <category><![CDATA[rapport]]></category> <category><![CDATA[travel]]></category> <guid isPermaLink="false">https://www.w-z.com/?p=7809</guid> <description><![CDATA[<p>The WZ Non-Confrontational Interview method has been a part of my career for over 28 years now, and I’m happy to say that I’ve been working for WZ for 19 years. Through the years much has changed for both myself and WZ. One of the biggest changes for WZ is the huge International reach we now provide with our training classes. Did you know WZ has operations in Latin America, UK and Europe? The International division of WZ has provided interview training courses on six continents (the penguins are next!) and to delegates from over 140 countries! I personally have taught classes translated to French, Spanish, Portuguese, Polish, German, Mandarin and Arabic. Regardless of your travels, your organization’s global reach or simply the need to interview someone from another country, there is always one common thread to interviewing and teaching interview tactics around the world; the need to develop rapport. When training Internationally, I always ask attendees, “What makes a good interviewer?” A variety of topics, traits, and characteristics often arise, but one response consistently comes forward no matter what country I’m in; the ability to build rapport. So, what is rapport? Rapport is creating a relationship in a very...</p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2018/04/24/cultural-interview-lessons-from-the-road/">Cultural Interview Lessons From the Road</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></description> <content:encoded><![CDATA[<p>The WZ Non-Confrontational Interview method has been a part of my career for over 28 years now, and I’m happy to say that I’ve been working for WZ for 19 years. Through the years much has changed for both myself and WZ. One of the biggest changes for WZ is the huge International reach we now provide with our training classes. Did you know WZ has operations in Latin America, UK and Europe?</p> <p>The International division of WZ has provided interview training courses on six continents (the penguins are next!) and to delegates from over 140 countries! I personally have taught classes translated to French, Spanish, Portuguese, Polish, German, Mandarin and Arabic. Regardless of your travels, your organization’s global reach or simply the need to interview someone from another country, there is always one common thread to interviewing and teaching interview tactics around the world; the need to develop rapport.</p> <p>When training Internationally, I always ask attendees, “What makes a good interviewer?” A variety of topics, traits, and characteristics often arise, but one response consistently comes forward no matter what country I’m in; the ability to build rapport. So, what is rapport? Rapport is creating a relationship in a very short period of time. How do you build rapport? Let’s take some lessons from my travels to help understand how to build rapport in a multi-national and multi-cultural environment.</p> <h6><strong>Understand local culture</strong></h6> <p>Understanding a bit about the culture of your subject will help you to understand the dos and don’ts of most interviews. Understanding simple characteristics like anticipated spacial proxemics, eye contact, posturing, potential fears, etc. will benefit your interview and your ability to develop rapport.</p> <p>I remember my first trip to Kabul, Afghanistan. I was teaching a class of Afghan nationals working in an investigative capacity for the US Government. During the class I asked the group to shut their workbooks, as it was time for teacher to become student. I told them I wanted to talk about their culture and learn about them. We had a great discussion and it altered my training a bit, increasing our interaction and their understanding of the WZ method.</p> <p>Learning everything you can about someone’s cultural norms and characteristics from on-line resources like the US Department of State can prove to be beneficial, but the best resource is simply talking to people. Getting information from someone raised in that culture can help you to prepare and be more effective in the interview room. Allow them to tell you some common characteristics to anticipate during the interview and even potential fears they may possess; which may be very different than your own.</p> <h6><strong>Learn the language</strong></h6> <p>Don’t get me wrong here, I’m not saying try to conduct an interview in another language you just learned from a “Russian for Dummies” book. I mean, make an effort to say simple phrases and greetings. I’ve always made a point to learn how to say ‘hello’, ‘thank you’, ‘good-bye’, etc. in the local language. This simple, effortless task has huge meaning and is a great way to begin an interaction.</p> <p>I’ve often been asked the question, “Aren’t people in country X typically rude to Americans?” My reply, “I’ve never experienced that…” and I believe is based upon me starting any greeting with “Buenos dias / Guten-tag / Bonjour / Hi-ya”. I remember once in Koln, Germany I approached an older gentleman sitting in a chair in an open square. In German, I said, “Hi, I’m sorry but I don’t speak German well, do you speak English?” He answered in German and I repeated myself. This happened a couple times until he said in clear English with a big belly laugh, “I said, your German is so good, why must I speak to you in English!?” We laughed and he was quite helpful, and my effort to know a bit of his language helped with rapport in that interaction. In fact, he walked me to my destination and made sure the person I was looking for knew that I only spoke a bit of German.</p> <h6><strong>Know a few colloquialisms</strong></h6> <p>“Yes Eugene it’s a real word!” During a conversation with my brother-in-law (Eugene) I was talking about colloquial language and colloquialisms. His response was “Nice made up word bro!” He didn’t believe either word was real or that most people are able to pronounce them correctly. Colloquial expressions vary from region to region and are an important way people identify with each other. Funny, how he now fits “colloquial” into his conversations and will send me a text afterwards to let me know he used the word!</p> <p>The use of normal language and understanding of local phrases and more informal speech helps to connect with your subject. If you are interviewing your subject in English, understand some local colloquial English phrases; even if English is a second language. Remember, as a point of rapport, we tend to like people like ourselves. When you are using some colloquial phrases or words you begin to build a bit of a bond and present yourself as being more like your subject.</p> <p>I’ve learned that telling someone in Ireland that dinner was “grand” or replying with a “thanks a million” can go a long way. Even telling someone I was “knackered” while living in the UK showed I was willing to immerse myself into local customs. Listen carefully and think about mimicking your subject; not patronizing, just altering your presentation and word choices. Taking time to adjust your speech and use simple colloquial phrases will create a more natural communication platform with your subject.</p> <h6><strong>Become more animated</strong></h6> <p>The use of non-verbal communication from an interviewer’s perspective is often overlooked. Think about animating your communication with more illustrators and body posturing that is more engaging. Your use of animation can help overcome many language or communication barriers you may experience. Think about animating your voice as well, putting emphasis on good and bad points and expressing empathy through your tone. These points will add clarity to your message.</p> <p>Once, on a trip to Egypt, I was trying to order dinner with someone who spoke very little English. By using simple words (not slowing my speech or talking louder) and becoming more animated I was able to describe to him what I wanted. The order was placed and it was one of the best shawarma wraps I’ve ever had…nice and spicy, just the way I like it!</p> <h6><strong>Smile!</strong></h6> <p>One of the most important non-verbal communication tactics you can apply to your interviews is a simple smile. Smile when you initially greet the person. Smile when you begin the interview and attempt to develop rapport. Heck, you might even smile when you ask those difficult questions. Smiling in most cultures creates a connection and reflects and openness on your part. Smiling can defuse confusion, resistance and agitation. I’ve been fortunate enough to smile in 70 different countries in my life. Trust me when I tell you, a smile goes a long way to creating a bond.</p> <p>The reason these tactics work in terms of rapport-building is they help you share a bit more common bond; even though you might be from different cultures and parts of the world. You begin to develop a sense of who the individual is and you share common traits. By sharing common traits and interests, you tend to build rapport because you become much more like them than they realize. Giving someone an opportunity to discover a common interest with you helps you build that relationship in a very short period of time. It helps you build rapport.</p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2018/04/24/cultural-interview-lessons-from-the-road/">Cultural Interview Lessons From the Road</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></content:encoded> </item> <item> <title>Managing Your Emotions During an Interview</title> <link>https://www.w-z.com/2017/03/15/managing-your-emotions-during-an-interview/</link> <dc:creator><![CDATA[Chris Norris CFI]]></dc:creator> <pubDate>Wed, 15 Mar 2017 20:29:16 +0000</pubDate> <category><![CDATA[Interview Strategies]]></category> <category><![CDATA[Chris Norris CFI]]></category> <guid isPermaLink="false">https://www.w-z.com/?p=6778</guid> <description><![CDATA[<p>Emotions can run the full gamut for both parties involved in an investigative interview.  Both the interviewer and the subject may feel the push and pull of a wide range of emotions.  From happiness to sadness, fear and surprise, disgust, anger and even contempt, the interview process can produce the ebbs and flows of a full set of emotions one might feel throughout an entire day. During the course of an interview, skilled investigators can recognize and identify a variety of emotions that might guide the interviewer through the process and help to understand and identify the level of cooperation and authenticity from the subject. For instance, you might observe moments of surprise from your subject while you are building credibility in your investigation with the WZ Introductory Statement.  You may see the emotion of fear and the fear of detection emerge through the many physiological changes the body goes through during fight or flight.  You may even recognize emotions that present themselves as your subject approaches a more submissive stage, passing through a phase of resistance, prior to making a rational or emotional decision to be truthful. Emotions play a huge role during the interview process, but what are...</p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2017/03/15/managing-your-emotions-during-an-interview/">Managing Your Emotions During an Interview</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></description> <content:encoded><![CDATA[<p>Emotions can run the full gamut for both parties involved in an investigative interview. Both the interviewer and the subject may feel the push and pull of a wide range of emotions. From happiness to sadness, fear and surprise, disgust, anger and even contempt, the interview process can produce the ebbs and flows of a full set of emotions one might feel throughout an entire day.</p> <p>During the course of an interview, skilled investigators can recognize and identify a variety of emotions that might guide the interviewer through the process and help to understand and identify the level of cooperation and authenticity from the subject.</p> <p>For instance, you might observe moments of surprise from your subject while you are building credibility in your investigation with the WZ Introductory Statement. You may see the emotion of fear and the fear of detection emerge through the many physiological changes the body goes through during fight or flight. You may even recognize emotions that present themselves as your subject approaches a more submissive stage, passing through a phase of resistance, prior to making a rational or emotional decision to be truthful.</p> <p>Emotions play a huge role during the interview process, but what are emotions after all? Emotions can be described as being thoughts, and behavior reactions to those thoughts, combined to manifest themselves into emotions. Have you ever considered how <em>your</em> emotions may impact the level of cooperation from your subject? For example, your thoughts of growing impatient with your subject’s lack of honesty and your behavior reaction (both verbal and non-verbal) to those thoughts begins to reveal the emotions of frustration, anger or even contempt for your subject. Revealing such emotions does not encourage cooperation.</p> <p>As an interviewer, managing your own emotions can play an integral part in obtaining the truth from your subject. The difficulty with this task is that emotions are not consciously controlled. The part of the brain that deals with emotions is the limbic system and emotions are believed to be strongly linked to memory and experience. Understanding this link gives you the key to managing your emotional response during an interview. Your emotional response may not have much to do with your current situation, it could be caused by a prior experience. If you are aware of these emotions, you can control them so they don’t have a negative impact on your interview.</p> <p>One of the most important things you should consider when conducting an interview is remaining objective throughout the entire process and projecting a sense of neutrality to the individual you are interviewing. By keeping your emotions in check and becoming a neutral observer, you place yourself in a position of being non-judgmental to your subject. You become the understanding mediator who is there to help them with the sometimes difficult task of being honest. Nothing you hear should surprise you and someone’s lack of cooperation and honesty shouldn’t frustrate you. Be fully aware of your potential emotional reaction and remain neutral and understanding throughout the entire process.</p> <p>Another key benefit of maintaining a sense of neutrality during the interview is the process of mirroring. Mirroring is the subconscious replications of another person’s communication signs. If we instinctively imitate gestures, speech and attitudes of one another, imagine how much influence your own emotions might have on your subject. By revealing adverse emotions, like frustration as listed in the example above, the natural process of mirroring may push your subject to feel frustrated or even angry themselves. If you are able to maintain a neutral demeanor during the interview through the process of mirroring, you are likely to have a greater opportunity of keeping your subject’s emotions in check as well.</p> <p>As an interviewer you should consider your presentation to your subject in terms of posture, facial expressions, illustrators, eye contact, pacing, volume, intonation and actual words, as well as your own emotional balance. Remember, volume invites volume. If you get loud, then they get loud – then you get louder and so on. This becomes non-productive as negative emotions begin to take over the setting and general tone of the interview. Our goal is to de-escalate the negative emotions rather than feed into them with our own emotional missteps.</p> <p>Controlling your emotions during an interview can be difficult, but remember that those emotions can be the source of the conflict and lack of cooperation from your subject. Recognize your own emotions, understand the source of the emotional reaction, manage them and assess their impact on your subject. Get to know your emotions and your emotional patterns. If you can develop skills and self-discipline in managing emotions you can become a more effective communicator and interviewer.</p> <p>The post <a rel="nofollow" href="https://www.w-z.com/2017/03/15/managing-your-emotions-during-an-interview/">Managing Your Emotions During an Interview</a> appeared first on <a rel="nofollow" href="https://www.w-z.com">Wicklander-Zulawski</a>.</p> ]]></content:encoded> </item> </channel> </rss>